My leadership philosophy — Part 5: Situational and contextual leadership

[This article is part of a series in which I’m sharing key lessons I’ve learned about what drives or derails effective leadership, distilled during my 17 year career assessing and coaching executives. Previous articles included an <a href="https://www.timjacksonphd.com/my-leadership-philosophy-an-introduction-to-the-series/" rel="noopener ugc nofollow" target="_blank">introduction</a> to the series, a focus on <a href="https://www.timjacksonphd.com/my-leadership-philosophy-charismatic-and-inspirational-leadership-2/" rel="noopener ugc nofollow" target="_blank">charismatic/inspirational leadership</a>, a summary of <a href="https://www.timjacksonphd.com/my-leadership-philosophy-part-2-transformational-leadership/" rel="noopener ugc nofollow" target="_blank">transformational leadership</a> (with mention of two complimentary styles called contingent reward and instrumental leadership), a summary of <a href="https://www.timjacksonphd.com/my-leadership-philosophy-part-3-charismatic-leadership-tactics/" rel="noopener ugc nofollow" target="_blank">tactics leaders can use to project greater charisma</a>, and a discussion of the importance of <a href="https://www.timjacksonphd.com/my-leadership-philosophy-part-3-charismatic-leadership-tactics-2/" rel="noopener ugc nofollow" target="_blank">relationships </a>to leadership.] <img alt="" src="https://miro.medium.com/v2/resize:fit:700/0*VXWrhiNEbZDNUJGp.jpg" style="height:394px; width:700px" /> The organizing structure of my leadership model. The top row contains drivers of effective leadership. The bottom row contains derailers of effective leadership. The left column contains concepts I learned in academic settings. The right column contains concepts I learned in practice as a leadership development consultant. I’ll populate this matrix as I write and post each article in the series. <h1>Introduction</h1> How would each of the following situations affect the way you lead (if at all)? Imagine… You’ve been promoted to a new role. The new group of direct reports you’re leading are all male. You are female. Imagine… As a Canadian executive, you’ve been transferred to a leadership role in Brazil. Compared to the culture you’re coming from, Brazilians prefer that their leaders build very close relationships with them and consult the group before making most decisions. Imagine… You’ve led teams in a face-to-face work environment your entire career. One day your boss asks you to take on a global role in which you’ll be managing direct reports located all over the world, in a 100% virtual manner. <a href="https://medium.com/@jacksonlead/my-leadership-philosophy-part-5-situational-and-contextual-leadership-677eeb6f8303">Read More</a>